How one CEO’s counter-cultural movement became Yondr

Graham Dugoni’s concerns about smartphone usage spawned Yondr, with partners including Dave Chappelle, Bruno Mars, and Madonna.

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Fourteen years ago, Graham Dugoni decided to start a movement to address what he viewed as the deleterious effects of rampant smartphone usage. “What I saw was kind of impending nihilism, the sense that everyone is going to be inundated with media, and it’s going to hollow out the meaning in your life,” he recalls.

His response was not a manifesto or a march. It was a product: an individual, locked pouch that holds devices while users are in designated phone-free zones such as classrooms or concerts. Phones can be removed from the pouches via unlocking bases in areas where phone use is allowed. In 2014, Dugoni launched Yondr, which offers customers the tools to create phone-free spaces, including the pouches and operational resources and support. Today the company operates in more than 55 countries, works with schools in all 50 states, and counts Dave Chappelle, Bruno Mars, and Madonna among its artist partners.

Dugoni acknowledges the irony of trying to combat the impacts of tech conglomerates via yet another business. “The idea of starting a company was kind of [uncomfortable] to me,” he says. He had considered pursuing his efforts via academia, but he says he realized “the only way to have a mass sociological effect was at a scale that only a company could achieve.”

That Yondr sells to school systems, which often are on tight budgets, is a further complication. A recent article in The New York Times described how students are breaking into the pouches and cited examples of schools opting for low-tech (and presumably cheaper) solutions such as lockers or cubbies. “I think spending a bunch of money on a product right away was not wise,” one teacher, who instead has his students deposit their phones in a plastic caddy in his classroom, told the Times.

Following In Others’ Footsteps

Dugoni’s desire to turn his company into a movement echoes the ethos of Patagonia founder Yvon Chouinard. Patagonia isn’t just a clothing and equipment maker, it “is a philosophy, a way of being, a subculture, one that represents an alternative vision of what it means to be a part of the modern economy,” writes David Gelles in Dirtbag Billionaire, his recent book about Chouinard.

Perhaps unsurprisingly, Patagonia is emblematic of the uneasy relationship between capitalism and idealism that Dugoni and other well-meaning founders often encounter. Chouinard “was cautious about growing the business too quickly, but he needed to increase sales to fund his environmental philanthropy. He took good care of his employees in many ways, but never shared equity or profits with them,” Gelles tells me. “This tension is what makes Patagonia so unique. It’s a company that has wrestled with its own imperfections for decades now, using them as a source of inspiration in its unending quest to get better.”

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